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2021 Monticello MN PAFR 2021 Popular Annual Financial Report (PAFR) 1 POPULAR ANNUAL FINANCIAL REPORT City of Monticello, Minnesota Fiscal Year Ended December 31, 2021 2 Financial Report Message & Financial Awards 3 City Structure 4 City Proﬁle & Government‐wide Financial AcƟvity 5 City Services 6 What We Own & Long Term Financial Plan 7 What We Owe & Governmental Funds 8 General Fund 9 Other Government Funds 10 Hi‐Way Liquors & Deputy Registrar 11 Tax Levy 12 Largest Taxpayers, Employers, and Customers & What Does it Mean? 13 The Pointes at Cedar 14 MonƟcello By the Numbers We understand that the ﬁnancial stability of the city of MonƟcello is important to the people who live, work, and build their lives here. Many people are curious about the sources of city funding, how money is spent, and how the city plans for a strong ﬁnancial future. The Popular Annual Financial Report is created each year to offer residents and other interested members of the public a summary of the city's ﬁnancial posiƟon. We invite you to explore the valuable informaƟon in these pages to learn more about the ﬁnances of your local government. 2 Financial Report Message The City of MonƟcello is pleased to present its seventh Popular Annual Financial Report (PAFR). The PAFR is presented in conformity with Generally Accepted AccounƟng Principles (GAAP) and is a condensed version of the 2021 Annual Comprehensive Financial Report (ACFR). Therefore, it does not include informaƟon on all the city's funds. The report focuses on the General and Community Center major governmental fund, the enterprise funds, and the discretely presented Economic Development Authority (EDA) component unit. The Annual Comprehensive Financial Report is a detailed account of the city's ﬁnancial statements, footnotes, schedules, and staƟsƟcs. The 2021 ACFR was prepared in conformance with GAAP, audited by Abdo and received an unmodiﬁed (clean) opinion. A copy of the report can be found on the city's website at www.ci.monƟcello.mn.us/164/ﬁnance. This report provides a summary of the ﬁnancial posiƟon of the city and shows where revenues come from to operate the city and where those dollars are spent. The report is presented in an effort to inform residents and other interested parƟes about the ﬁnancial operaƟons of the city in a simpliﬁed and easy‐to‐read format. DeﬁniƟons to technical language can be found in the secƟon Ɵtled What Does It All Mean? on page 12. Thank you for your interest in your government. Please feel free to send any quesƟons or comments on the PAFR to sarah.rathlisberger@ci.monƟcello.mn.us. Sarah Rathlisberger, CPFO Elizabeth Lindrud Finance Director Finance Manager The Government Finance Officers AssociaƟon (GFOA), with more than 20,000 professionals, is dedicated to enhancing and promoƟng the professional management of governments for the public beneﬁt. Since 1906, the GFOA has been accomplishing this mission by idenƟfying and developing the highest quality ﬁnancial policies and pracƟces and promoƟng them to the public through educaƟon, training, and leadership. The GFOA has established several highly regarded professional recogniƟon programs to encourage state and local governments of all types and sizes to improve the quality of their ﬁnancial management and to recognize their achievement. Each award is valid for one year. The City of MonƟcello has received the following awards: Financial Awards Popular Annual Financial Report: 2015—2020 Annual Comprehensive Financial Report: 2009—2020 DisƟnguished Budget PresentaƟon Award: 2009—2021 2021 Popular Annual Financial Report (PAFR) 3 City Structure The city operates under the mayor‐council form of government on a nonparƟsan basis. The mayor is elected to serve a two‐year term. Councilmembers serve four‐year staggered terms, with two councilmembers elected every two years. Policymaking and legislaƟve authority are vested in the city council. The council is responsible for passing policies, ordinances, and resoluƟons. The council adopts the annual tax levy and budget. Council appointed boards, commissions and commiƩees usually include at least one councilmember. A council‐appointed city administrator is responsible for implemenƟng policies and providing general operaƟonal oversight. Mayor Lloyd Hilgart Lloyd.Hilgart@ci.monƟcello.mn.us Term Expires December 31, 2022 Councilmember Jim Davidson Jim.Davidson@ci.monƟcello.mn.us Term Expires December 31, 2024 Councilmember Bill Fair Bill.Fair@ci.monƟcello.mn.us Term Expires December 31, 2022 Councilmember CharloƩe Gabler CharloƩe.Gabler@ci.monƟcello.mn.us Term Expires December 31, 2022 Councilmember Sam Murdoff Sam.Murdoff@ci.monƟcello.mn.us Term Expires December 31, 2024 All Councilmembers AllCityCouncilAddresses@ci.monƟcello.mn.us The mission of the city of MonƟcello is to responsibly use our resources to provide quality services and programs that foster a dynamic community rooted in history and preparing for a vibrant future. City Organizational Structure From left to right: Mayor Lloyd Hilgart, Jim Davidson, Bill Fair, Charlotte Gabler, and Sam Murdoff 4 Government-wide Financial Activity The city of MonƟcello, organized as a municipality in 1856, has the Mississippi River as its north border. The city is located approximately 45 miles northwest of the Minneapolis/St. Paul metropolitan area along the I‐94 corridor in Wright County. The city beneﬁts from employment opportuniƟes in the area and a relaƟvely low unemployment rate of 2.5%. The city provides its residents and businesses with a full range of municipal services consisƟng of law enforcement (contracted) and ﬁre protecƟon, the construcƟon and maintenance of streets and other infrastructure, a community center for recreaƟon acƟviƟes, park operaƟons and maintenance, and general administraƟve services. In addiƟon, the city operates six enterprises: water, sewage, stormwater, and ﬁber opƟcs uƟliƟes along with a liquor store and deputy registrar (DMV). The city of MonƟcello conƟnues to grow. In 2021, the city issued 95 permits for new homes. For 2021, the city's populaƟon was esƟmated at 14,455, an increase of about 13%, from the 2010 Census number of 12,759. The city currently occupies 8.9 square miles but could ulƟmately expand to 20.8 square miles as porƟons of MonƟcello Township may be annexed through an orderly annexaƟon agreement. PopulaƟon: 14,455 City Employees (FTE): 93.75 City Tax Rate: 35.66 City & Overlapping Tax Rate: 95.95 Unemployment Rate: 2.5% Median Household Income: $71,399 Number of Households: 5,083 School Enrollment: 4,114 Top Employer: Xcel Energy (600) Top Taxpayer: Xcel Energy (49%) Monticello Stats Monticello City Profile The Statement of Net PosiƟon presents informaƟon on the city’s assets and deferred ouƞlows of re‐ sources, less liabiliƟes and deferred inﬂows of re‐ sources, with the difference reported as net posiƟon. Over Ɵme, increases or decreases in net posiƟon may serve as an indicator of whether the ﬁnancial posiƟon of the city is improving or deterioraƟng. The increase in the city’s total net posiƟon over the last three years is due to revenues exceeding conser‐ vaƟvely budgeted projecƟons and expenditures com‐ ing in below the liberally budgeted expenditures. CONDENSED STATEMENT OF NET POSITION CONDENSED STATEMENT OF ACTIVITIES The Statement of AcƟviƟes presents informaƟon showing how the city’s net posiƟon changed from year to year. Revenues increased 8% in 2021. Governmental charges for services increased 43% with increased operaƟons at the Com‐ munity Center due to fewer COVID restricƟons. Grants and aids increased 157% due to the American Rescue Plan Act (ARPA) funding. Property taxes increased 3% due to a levy increase, and business‐type (water, sewer, stormwater, liq‐ uor, ﬁber opƟcs and DMV) charges for services increased 3%. Expenses decreased 8% from 2020 to 2021. The most signiﬁ‐ cant change was due to the EDA land acquisiƟon in 2020 be‐ cause less land was acquired 2021. There were also decreas‐ es to recreaƟon and culture as a result of conservaƟve budg‐ eƟng and spending as a result of the COVID‐19 pandemic. *Net posiƟon, January 1, 2021 was restated due to the reclassiﬁcaƟon of the EDA component unit. 2021 Popular Annual Financial Report (PAFR) 5 City Services Revenues: The most signiﬁcant revenue source for business‐type acƟviƟes is charges for services at 88%. Charges for services include fees for water, sewer, stormwater, and ﬁber opƟc uƟliƟes, as well as liquor store sales, and deputy registrar processing fees. Capital grants and contribuƟons include access and trunk charges related to new development. Expenses: The largest use of funds within business‐type acƟviƟes is for the liquor store (44%), which includes cost of goods sold. Sewer and Fiber OpƟcs expenses are also signiﬁcant at 22% and 15%, respecƟvely. The city contracts with Veolia to run its wastewater treatment plant and with Arvig to manage its ﬁber opƟc network. Where the money goes... Where the money goes... Where the money comes from... Where the money comes from... Revenues: The most signiﬁcant revenue source for governmental acƟviƟes is property taxes at 63% of total revenues. Charges for services accounts for 19% of revenues, most of which is generated by the Community Center. Capital grants and contribuƟons (15%) include special assessments and revenues from other sources restricted to capital asset acquisiƟon. Governmental Activities Basic city services primarily support by taxes & intergovernmental revenues. Business-Type Activities City services intended to recover all or a significant portion of their costs through user charges. Expenses: Public works expenses are the most signiﬁcant (32%), followed by public safety (21%), and recreaƟon & culture (21%). Public works includes engineering, streets, ice & snow removal, shop & garage, and street lighƟng. Public safety includes building inspecƟons, ﬁre department and Wright County police services. RecreaƟon & culture includes parks, cemetery, senior center, and community center expenditures. 6 2021 Major Projects Completed Phase 1 of BCOL Regional AthleƟc Park improvements Completed the Stormwater Improvement project RelocaƟon of the DMV Office ConstrucƟon of new restroom in Ellison Park Fire StaƟon AV Upgrades Improvements to the BCOL Storage Shed Purchased various pieces of equipment: Fire command vehicle and rehab trailer Street and uƟlity trucks Building inspecƟon vehicles Future Major Projects Fenning Avenue pathway and curb/landscaping reconstrucƟon Sanitary Sewer lining Purchases of various pieces of equipment: Street sweeper, loader, paver Mowers ConƟnue work on, or complete, the following projects started in 2021 “The Pointes at Cedar” development area Block 52 downtown revitalizaƟon SCADA improvements Long-term Financial Planning The city has developed a Capital Improvement Plan (CIP), which is a ﬁve‐year forecast of the city’s facility, equipment, and infrastructure needs. Items in the ﬁrst year of the CIP are incorporated into the annual budget. Items in the later years are less certain and difficult to plan, but are idenƟﬁed for long‐term planning. Both the city’s debt load and annual debt service property tax levy are evaluated for large projects requiring debt issu‐ ance. Current year revenues, grants and one‐Ɵme use of reserves provide pay‐as‐you‐go ﬁnancing for smaller projects. What We Own Ellison Park Restroom The Pointes at Cedar 2021 Popular Annual Financial Report (PAFR) 7 Monticello Bond Rating In 2020, Moody’s affirmed the city's A1 bond raƟng when the city issued $2,155,000 in General ObligaƟon (G.O.) bonds. An A1 is an upper medium grade. A high bond raƟng is important because it results in lower interest costs when issuing debt. The amount of bonds outstanding at year‐end 2021 was $22,815,000 compared to the 2020 year‐end amount of $29,625,000. The City called for an early redempƟon opƟon on the judgement porƟon of the 2014A bonds. Principal payments of $4,360,000 were paid in 2021. The City did not issue any debt in 2021 and does not have plans to issue bonds for any 2022 projects. A1 Governmental Funds A fund is a grouping of accounts segregated for a speciﬁc purpose. Street reconstrucƟon and improvement projects contributed to large expenditures in 2017, 2018 and 2020. The new ﬁre staƟon construcƟon took place in 2019. In 2021 the planning process for The Pointes at Cedar and development preparaƟon at the OƩer Creek Industrial Park began. The governmental funds operate on the modiﬁed accrual basis of accounƟng, and include various fund types including: General fund ‐ accounts for all ﬁnancial resources except those accounted for in another fund. Special revenue funds ‐ account for revenues restricted by law or administraƟve acƟon for speciﬁc purposes. Debt service funds ‐ account for the acƟvity related to long‐term debt principal, interest, and related costs. Capital project funds ‐ account for the acquisiƟon or construcƟon of major governmental capital faciliƟes. What We Owe The city’s long‐term liabiliƟes outstanding at the end of 2021 totaled $27.4 million. Graph does not include other ﬁnancing sources (uses) including bond proceeds. 8 MONTICELLO COMMUNITY CENTER Monticello’s General Fund The ﬁrst chart below shows General Fund revenues and expenditures for the last ﬁve years. Revenues have increased every year with higher tax levies. Intergovernmental revenues decreased in 2021 with only a porƟon of the ARPA funding being allocated in 2021. Expenditures rose in 2021, the most signiﬁcant expenditures were due to the purchase of land for Pointes at Cedar development area and the purchase of land for a future public works facility. Fund balance = (Assets + Deferred Ouƞlows of Resources) ‐ (LiabiliƟes + Deferred Inﬂows of Resources) Fund balance can fall into ﬁve different classiﬁcaƟons shown at the boƩom of this page. The city's policy is to maintain a year‐end fund balance of 60‐75% of the following year's budgeted expenditures. This is the amount needed to pay expenditures unƟl the city receives its ﬁrst property tax seƩlement in June. The 2021 year‐end unassigned fund balance is $6,481,936. 2021 General Fund Revenues by Category The chart to the right shows a breakdown of revenues by category. In 2021 property taxes conƟnue to be the primary revenue source, making up 67% of actual revenues, while budgeted property taxes were 73% of budgeted revenues. Why? Non‐tax revenue sources are more conservaƟvely esƟmated. Revenues for 2021 totaled 10,833,663 compared to a budgeted $9,875,000. Building permit revenue exceeded budget by $420,800 (120%). Charges for services, intergovernmental, and other (notably the CET Grant from MN DEED & change in recording deposit escrows) also contributed to the posiƟve revenue variance. 2021 General Fund Expenditures by Function The chart to the leŌ shows a breakdown of expenditures by funcƟon. In 2021 the total expenditures were $9,849,116, which was $25,884 below the budgeted $9,875,000. General government expenditures increased due to planning projects. Public safety expenditures increased due to the purchase of vehicles and equipment in the building department. RecreaƟon and culture decreased as a result of reduced due to staff organizaƟon and reducƟons in spending. $1,000,000 was transferred out to Central Equipment for future equipment purchases causing an overall decrease in General Fund balance. 2021 Popular Annual Financial Report (PAFR) 9 Debt Service & Capital Project Funds The city has one combined debt service fund made up of eight sub‐funds for the various governmental debt issuances outstanding. The fund balance is restricted for repayment of debt. A parƟal early redempƟon of the judgement porƟon of the 2014A G.O. bonds occurred in 2021. Details about the city’s general obligaƟon debt can be found on page 7. The Capital Projects Fund is the only major capital project fund of the city. This fund accounts for the majority of governmental buildings and infrastructure projects, some of which are detailed on page 6. The nonmajor capital projects funds include city street reconstrucƟon (closed in 2021), street lighƟng improvement, park & pathway improvement, and park dedicaƟon. Discretely Presented Component Unit A discretely presented component unit is a related, but separate, enƟty which is reported in the city’s ﬁnancial report separate from the ﬁnancial data of the primary government. The Economic Development Authority (EDA) Fund in MonƟcello is one such component unit. One of the EDA’s primary focuses is improving MonƟcello’s original downtown. ProperƟes have been acquired in preparaƟon for future area improvements on Block 52. Other Governmental Funds Community Center Special Revenue Fund The MonƟcello Community Center (MCC) is a full‐service facility with ameniƟes including gym memberships, ﬁtness classes, climbing wall, aquaƟcs, child indoor play, concessions, room rentals, and more. The MCC hosts various events including a weekly summer farmers market, movies in the park, and Music on the Mississippi concert series. Revenues are mostly comprised of charges to members and users. Some funding comes from a tax levy. The year‐end fund balance increased 644% due to ARPA funding and operaƟons increasing post COVID‐19 pandemic restricƟons. Charges from services increased $251,225 (34%), expenditures also decreased $400,823(33%) due to staff reorganizaƟon and reducƟons in spending. MonƟcello’s special revenue funds also include the Small CiƟes Development Program (SCDP) and Cemetery funds. 10 Hi-Way Liquors Hi‐Way Liquors operaƟons are accounted for in the Liquor enterprise fund. The liquor store is conveniently located along the west side of State Hwy 25 near the only Mississippi River crossing within approximately 25 miles. The excellent locaƟon and experienced management team combine to achieve the 12th highest gross sales out of the 179 municipally run liquor stores in Minnesota in 2020. The store’s overall gross proﬁt margin is roughly 27%. Proﬁts generated from the liquor store support various city projects. Liquor and related product sales once again exceeded the $7 million threshold in 2021. The increase in sales was mainly due to the capacity restricƟons of local bars and restaurants during the ﬁrst months of 2021 due to the COVID‐19 pandemic. The net posiƟon increased $982,598. Proﬁts from the liquor store are held unƟl being transferred out for another city use. In graph to the leŌ, the change in net posiƟon was negaƟve in 2019 due to a transfer out for the Phase 1 improvements at Bertram Chain of Lakes. Stop in today for friendly service and a great selecƟon of beer, wine, liquor, and more! Deputy Registrar Monticello’s Department of Motor Vehicles (DMV) operations are reflected in the Deputy Registrar enterprise fund. The DMV moved to a larger downtown location in 2021. The City determined it could meet the needs of the DMV by remodeling an existing city‐owned facility. The project was fully funded by DMV revenue, with no impact to the tax levy. The DMV revenues increased in 2021. This is reflective of the nationwide increase in vehicle sales activity and strategic marketing. The number of transactions processed decreased 25% and income per transaction increased by 38% from 2020. The DMV provides the following services: Driver’s license updates if you lost it or need to change your address. Vehicle registrations and title transfers. If you lost your title, we can process a duplicate in house. All of your DNR needs including fishing & hunting licenses and boat transfers Notary services And more! 2021 Popular Annual Financial Report (PAFR) 11 Tax Levy Information The City Council adopts a tax levy for the General Fund, MonƟcello Community Center Fund, Economic Development Authority (EDA) Fund, Debt Service Fund, and Capital Projects Fund. The levy for taxes payable in 2021 was $11,430,000, which is $630,000 (5.8%) higher than the 2020 levy of $10,800,000. Most residents experienced an increase in their 2021 property taxes as property values conƟnued to rebound, reducing the homestead value exclusion. Xcel Energy’s valuaƟon was reduced, causing more of the tax burden to shiŌ to the residenƟal taxpayers. Xcel plant uprate improvements in 2012 and 2014 added signiﬁcant taxable market value, leading to big tax capacity rates decreases in 2013 and 2015, respecƟvely. The chart to the leŌ displays the property tax levy using the leŌ scale (blue bars) and the tax capacity rate using the right scale (red line). The city has increased the levy the last ﬁve years to compensate for the drop in the tax capacity rates caused by Xcel uprates. The tax levy divided by the tax capacity equals the tax capacity rate. Tax capacity is a derivaƟve of the taxable market value. The General Fund is primarily supported by property taxes. Annual General Fund budgets typically plan to receive roughly 75% of the total revenue from the property tax levy. The only other revenue source that comprises more than 5% of budgeted General fund total revenues is charges for services at 10.3%. However, actual revenues for licenses and permits made up roughly 7.4% of revenues, charges for services 11.8% , other revenues 6.4%, and intergovernmental revenues were roughly 5.8%. Intergovernmental revenues increased due to the ARPA funding that was used to offset the losses to the Community Center during the COVID‐19 pandemic. The increase in other revenues was the community solar garden revenue. Debt service funds are typically supported by a wide range of revenue sources (property taxes, special assessments, developer fees, transfers from other funds, etc.). The MCC fund is typically supported by user fees (memberships, acƟvity fees, rental charges, etc.) AddiƟonally, the MCC fund receives a porƟon of the tax levy for operaƟons. COVID‐19 restricƟons increased reliance on property taxes and ARPA funding. Three tax levying authoriƟes compete for your property tax dollar: Wright County, City of MonƟcello, and Independent School District #882. MonƟcello property owners pay more tax dollars to the county than to the city. MonƟcello’s tax capacity rate is one of the lowest in Wright County. A liƩle more than one‐third of your property tax supports a wide range of city services, including public safety, streets, parks and recreaƟon, administraƟon, and economic development. The city's esƟmated market value of all properƟes within the city grew from $2.14 billion to $2.17 billion in 2021 (for taxes payable in 2022). Xcel Energy’s nuclear power plant, which comprises roughly 49% of the city’s tax capacity, saw a decrease in market value, while residenƟal and agriculture/miscellaneous properƟes saw an increase in market value. Commercial property market value was consistent with 2020. 12 As taxpayers go, none is larger in MonƟcello than Xcel Energy (Xcel), also known as Northern States Power (NSP). The company operates a nuclear power plant located inside MonƟcello’s western boundary. The company has made two uprate improvements in the last eleven years, absorbing a larger share of the city’s property tax levy. Xcel’s share of the levy has increased from 40% to 48% in that Ɵme. That is a 20% increase to Xcel. Consequently, the city has one of the lowest tax capacity rates in Wright County. Xcel Energy is the largest employer, too. With 600 employees, Xcel edges out the largest governmental employer, Independent School District 882. Neither Xcel nor the school district are MonƟcello’s largest uƟlity customer, however. Cargill Kitchen SoluƟons generates $418,205 or 15.6% of the sewer uƟlity operaƟng revenue and $82,998 or 4.7% of the water uƟlity revenue. Cargill operates a plant that produces further‐ What Does It All Mean? Current and other assets are resources with present service capacity that the city controls include cash or near cash items that can be used to liquidate liabiliƟes due within a year. Capital assets are nonﬁnancial assets that have an iniƟal useful life of more than one year and are used in providing services for the city and its residents. Deferred inﬂows of resources are an acquisiƟon of net posiƟon (inﬂow of resources during the year) by the city that is applicable to a future reporƟng period Deferred ouƞlows of resources are a consumpƟon of net posiƟon by the city (ouƞlow of resources during the year) that is applicable to a future reporƟng period. Long‐term liabiliƟes are obligaƟons of the city including items such as bonds, loans, compensated absences, pension liabiliƟes and other city obligaƟons, typically due beyond the current reporƟng period. Modiﬁed accrual basis of accounƟng is the method of accounƟng where revenues are not recognized unƟl they are both measurable and available. Expenditures are recognized in the period when the liability is liquidated rather than incurred. Net investment in capital assets consists of capital assets, net of accumulated depreciaƟon, reduced by any outstanding debt aƩributable to acquire capital assets. Other liabiliƟes are present obligaƟons of the city to sacriﬁce resources that it has liƩle or no discreƟon to avoid. Restricted net posiƟon consists of net posiƟon restricted when there are limitaƟons imposed on their use through external restricƟons imposed by creditors, grantors, or other governments. Unrestricted net posiƟon includes all other net posiƟon that does not meet the deﬁniƟon of “restricted” or “net investment in capital assets. Largest Taxpayer, Employers, and Customers 2021 Popular Annual Financial Report (PAFR) 13 A range of aƩainable housing opƟons in terms of type, cost, and locaƟon. A safe, clean, and beauƟful community supported by caring and helpful residents. A healthy community focused on physical and mental health and wellness of its residents. A network of parks, open spaces and trail connecƟons that provide recreaƟonal opportuniƟes. An inclusive community welcoming people of all ages, races, religions, and ethnic backgrounds. A diversiﬁed and strong local economy compeƟƟve at regional, state, and naƟonal levels. A balanced land use and transportaƟon framework that provides opƟons and connecƟvity. A vibrant downtown that embraces the river and provides a focal point for the community. A thriving arts and culture scene that reﬂects community creaƟvity and supports a sense of place. Monticello Value Statements The Pointes at Cedar The Pointes at Cedar development area reimagines how a large land area in the middle of MonƟcello will develop over Ɵme. Originally envisioned for big box retail stores, the new plan takes into account the changing ways people want to live, work, and play. The vision is for a mixed‐use development. This means it will include smaller scale commercial development mixed with residenƟal housing. The commercial and residenƟal uses will surround three connected pools of water with pathways and small park areas for the general public. Since developments already require stormwater and park land, we’re taking those requirements and transforming them into a community amenity. A place for living, working, shopping, and exploring. The project area is approximately 100 acres of mostly undeveloped property. The area is bordered by Chelsea Road to the north, Edmonson Avenue to the east, School Boulevard to the south, and Cedar Street to the west. The project is intended to be a public/private partnership. It relies on City investment in public ameniƟes to encourage private development with character. The ameniƟes will serve not only the immediate neighborhood but the whole community. The Small Area Plan establishes a solid foundaƟon to guide decision‐making. In our planning, the esƟmates are intenƟonally high, Ɵming of the phases is intenƟonally slow, and site development capaciƟes are calculated on the low end. In this way, we are creaƟng space for an extraordinary area while remaining responsible and realisƟc. With the adopƟon of the Small Area Plan, the next step is addiƟonal detailed planning and site preparaƟon. In November 2021, the City Council approved a contract with an engineering ﬁrm, WSB, to help with this phase of the project. This work is expected to take approximately two years to complete. It will also include a variety of community engagement opportuniƟes for the public to help us design a space you’re excited to use. A respected school and educaƟon system serving the community. 14 Est. PopulaƟon 14,455 13,886 Full‐Ɵme Employees 57 51 Social Media Followers 19,705 16,985 E‐NewsleƩer Subscribers 9,897 2,380 Liquor Store Transac Ɵons 250,962 260,957 DMV Vehicle Transac Ɵons 88,875 115,466 New ResidenƟal Permits 95 68 Value of Permits Issued $66.8M $32.4M MCC Visits 94,448 71,632 Water UƟlity Customers 4,490 4,458 Water Pumped 550 MG 674 MG Wastewater Treated 482 MG 450 MG Fire Calls 357 436 Area in Square Miles 9.417 8.94 Streetlights 973 973 Parks 30 30 Acres of Parkland 360 360 Miles of Streets/Trails 70/42 70/41 Monticello By the Numbers 2021 | 2020